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They get things done 
They motivate other people 
Source: Perisco
Developing a vision: 
An understanding of the future and the present 
resulting in a concept of where to go, what to look 
for, and how to be prepared. 
Exercising leadership: 
A set of direct and indirect actions to transmit the 
vision on to the organisation; to create an environment 
conducive to success; to build the necessary 
capabilities, and to inspire enthusiastic pursuit of 
the vision.
Setting a direction 
Aligning people 
Motivating 
Kotter
Ability to see beyond the immediate and the obvious 
Loyalty 
Surrounding yourself with talent 
Linda Smart
Paint an inspiring picture 
Recognise and celebrate other’s successes 
however small 
Articulate a clear, concise, one sentence vision 
John Nicholas
Focus on process as well as people 
Truly understand your organisation 
Strive for sense and coherence 
Achieve clarity through conversation 
Source: Bicknell and O’Connor
Create commitment and encourage people 
Establish a standard of excellence 
Bridge the present and the future 
Create meaning and purpose amongst employees
Directive behaviour 
Supportive behaviour 
Participative behaviour 
Achievement-oriented behaviour
Focus on process as well as people 
Get to grips with the dynamic nature of your organisation 
Repeatedly strive for coherence 
Achieve clarity through conversations 
Nic Paton
Idealised influence 
Inspirational motivation 
Intellectual stimulation 
Individual consideration 
Bernard Bass
Assess organisational context 
Envision the future 
Align people 
Show the way
Results centred 
Venturing beyond familiar territory to pursue ambitious 
new outcomes 
Internally directed 
Behaving according to values 
Other focused 
Putting the collective good first 
Externally open 
Learning from the environment and recognising 
when there is a need for change 
Source: Quinn
Everyone can be a leader 
- no they can’t 
Leaders deliver better results 
- not always 
People who get to the top are leaders 
- not necessarily 
Leaders are great coaches 
- rarely 
Source: Goffee and Jones
Open minded and flexible 
Caring and service oriented 
Team players 
Communicators 
Personally effective and accountable 
Source: Pepe
Implicit prejudice 
Bias that emerges from unconscious beliefs 
In-group favouritism 
Bias that favours your group 
Over-claiming credit 
Bias that favours you 
Conflict of interest 
Bias that favours those that favour you 
Source: Banaji et al
Participating 
Selling 
Delegating 
Telling 
Hersey and Blanchard
Make your case up front, with hard sell 
Resist compromise 
Assume a great argument/case is the secret to success 
See assumption as a one shot effort 
Source: Conger
External focus 
Clear thinking 
Imagination 
Inclusiveness 
Expertise 
Source: General Electric
Leadership styles must fit the situation 
Leaders need to adapt their style to fit situations 
Leaders have problems doing the above 
So leaders need to either: 
Change the situation to suit their style 
Or 
Change their style to suit the situation
Courage 
Confidence 
Concentration 
Passion 
Values 
Angela Valenti
Focus and concentrate 
Reveal and engage 
Timeshift and re-place 
Delegate and develop 
Explore and venture 
Source: Friedman
Desire 
Vision 
Creativity 
Expertise 
Respect 
Michael Lee
Provide direction 
Offer protection from external threats 
Clarify roles and responsibilities 
Manage conflict and maintain order 
Shape and manage norms 
Source: Heifetz and Laurie
Ruthless with their use of time 
Tough on under-performance 
Brave in terms of never settling for second best 
Able to focus on the important as well as the urgent 
Trusting of others, believing in potential and capability
Focus on development 
Identify lynchpin positions 
Make it transparent 
Measure progress regularly 
Keep it flexible 
Source: Conger and Fulmer
People centred 
Team management 
Improvised management 
Middle of the road 
Task centred management
Manage and maintain self esteem 
Sustain a drive to achieve 
Intuitively filter useful opportunities from useless 
Maintain optimism 
Show courage to face up to challenges 
Edi Kurik
You must have a vision 
You must have passion 
You must have the ability to make great decisions 
You must have character 
You must have a great team
Don’t let the urgent drive out the important 
Set aside time to think and reflect 
Read and explore outside your field to get ideas 
Build and test scenarios 
Don’t be discouraged by constraints 
Joyce Osland
Earn trust – tell the truth 
Engage with the organisation 
Maintain focus and consistency of purpose 
Deliver performance to be proud of 
Provide opportunities for growth 
Source: Eisenstadt et al
Systems thinking 
Personal mastery 
Mental Models 
Building shared vision 
Team learning 
Peter Senge
Trait 
Behavioural or style 
Contingency 
Visionary or charismatic 
Emotional intelligence 
Competency 
Source: Dulewicz et al
Planning well ahead 
Deciding how things will be done 
Assigning senior tasks clearly 
Emphasising deadlines and achievements 
Making expectations clear 
Rewarding achievement
Visionary 
Coaching 
Affiliative 
Democratic 
Pacesetting 
Commanding 
Source: Goleman et al
Live with integrity lead by example 
Develop a ‘big idea’ 
Build a great management team 
Inspire employees to greatness 
Create a flexible, responsive organisation 
Use reinforcing management systems 
Reingold
Honesty and credibility 
Ability to inspire 
Strong connection to reality 
Pragmatic optimism 
Managing with intensity 
Building the future 
John Agno
Keep vision and values front and centre 
Make sure people disagree 
Cultivate truth tellers 
Do as you would be done to you 
Honour your intuition 
Delegate don’t desert 
Source: Offermann
L oyalty 
E nthusiasm 
A wareness of self 
D rive 
E mpathy 
R espect 
Fiona Dent
Self confidence 
Self promotion 
Self admiration 
Self worship 
Self exclusion 
Self indulgence 
Self destruction 
Source: Lewis and Boone
Honesty and integrity 
Long term perspective 
Open mindedness 
Appreciating and embracing diversity 
Conviction and courage 
The drive to counter resistance 
The capacity to think outside of the box 
Ashridge
Well founded and balanced judgement 
Open minded – accepting ideas 
Critical thinker 
Integrity 
Understanding of stakeholders 
Takes a long term perspective 
Team driven 
Dexia
Principled leadership 
Facing complexity pressure and uncertainty 
Understanding own and other’s behaviour 
Consistency with Microsoft’s values 
Cross-border collaboration – creating one Microsoft 
A passion for technology 
Customer and partner driven 
Microsoft
Supportive 
Participative 
Analytic 
Organised 
Powerful 
Adroit 
Inspirational 
Charismatic 
Source: Bolman and Deal
Respect for all 
Honesty and trustworthiness 
Absence of complacency 
Commitment to employee growth and development 
Challenging inethical behaviour 
Open with all in the organisation 
Challenging status quo and business as usual 
Encouraging new ways of thinking
Emotional stability 
Dominance 
Enthusiasm 
Conscienciousness 
Social boldness 
Tough mindedness 
Self assurance 
Compulsivesness
Be a visionary 
Be passionate 
Be true 
Be ready for action 
Be a role model 
Be a learner 
Be a great communicator 
Be competent 
Be compassionate 
Earl Smith
Ability to gain trust 
Committed to achieve for the organisation 
Takes personal responsibility 
Is humble when needed – really listens 
Values and respects others 
Has strong communications skills 
Can create fresh ideas 
Is level headed and has a sense of humour 
Can control and channel emotional energy
Strong management of external organisational relationships 
A solid understanding of financials 
Ability to think strategically 
Managing expectations effectively 
Technically savvy 
Selects a good team 
Ability to rally the troops 
A visionary outlook 
Politically competent but not political 
A skilled communicator
Integrity 
Energy 
Self belief 
Vision 
Decisiveness 
Communication skills 
Collaborative 
Drive to take action 
Courage 
Creativity
Integrity 
Humility 
Dedication 
Vision 
Sense of humour 
Magnamanity 
Fairness 
Assertiveness 
Openness 
Creativity

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Leadership 51 100

  • 1. They get things done They motivate other people Source: Perisco
  • 2. Developing a vision: An understanding of the future and the present resulting in a concept of where to go, what to look for, and how to be prepared. Exercising leadership: A set of direct and indirect actions to transmit the vision on to the organisation; to create an environment conducive to success; to build the necessary capabilities, and to inspire enthusiastic pursuit of the vision.
  • 3. Setting a direction Aligning people Motivating Kotter
  • 4. Ability to see beyond the immediate and the obvious Loyalty Surrounding yourself with talent Linda Smart
  • 5. Paint an inspiring picture Recognise and celebrate other’s successes however small Articulate a clear, concise, one sentence vision John Nicholas
  • 6. Focus on process as well as people Truly understand your organisation Strive for sense and coherence Achieve clarity through conversation Source: Bicknell and O’Connor
  • 7. Create commitment and encourage people Establish a standard of excellence Bridge the present and the future Create meaning and purpose amongst employees
  • 8. Directive behaviour Supportive behaviour Participative behaviour Achievement-oriented behaviour
  • 9. Focus on process as well as people Get to grips with the dynamic nature of your organisation Repeatedly strive for coherence Achieve clarity through conversations Nic Paton
  • 10. Idealised influence Inspirational motivation Intellectual stimulation Individual consideration Bernard Bass
  • 11. Assess organisational context Envision the future Align people Show the way
  • 12. Results centred Venturing beyond familiar territory to pursue ambitious new outcomes Internally directed Behaving according to values Other focused Putting the collective good first Externally open Learning from the environment and recognising when there is a need for change Source: Quinn
  • 13. Everyone can be a leader - no they can’t Leaders deliver better results - not always People who get to the top are leaders - not necessarily Leaders are great coaches - rarely Source: Goffee and Jones
  • 14. Open minded and flexible Caring and service oriented Team players Communicators Personally effective and accountable Source: Pepe
  • 15. Implicit prejudice Bias that emerges from unconscious beliefs In-group favouritism Bias that favours your group Over-claiming credit Bias that favours you Conflict of interest Bias that favours those that favour you Source: Banaji et al
  • 16. Participating Selling Delegating Telling Hersey and Blanchard
  • 17. Make your case up front, with hard sell Resist compromise Assume a great argument/case is the secret to success See assumption as a one shot effort Source: Conger
  • 18. External focus Clear thinking Imagination Inclusiveness Expertise Source: General Electric
  • 19. Leadership styles must fit the situation Leaders need to adapt their style to fit situations Leaders have problems doing the above So leaders need to either: Change the situation to suit their style Or Change their style to suit the situation
  • 20. Courage Confidence Concentration Passion Values Angela Valenti
  • 21. Focus and concentrate Reveal and engage Timeshift and re-place Delegate and develop Explore and venture Source: Friedman
  • 22. Desire Vision Creativity Expertise Respect Michael Lee
  • 23. Provide direction Offer protection from external threats Clarify roles and responsibilities Manage conflict and maintain order Shape and manage norms Source: Heifetz and Laurie
  • 24. Ruthless with their use of time Tough on under-performance Brave in terms of never settling for second best Able to focus on the important as well as the urgent Trusting of others, believing in potential and capability
  • 25. Focus on development Identify lynchpin positions Make it transparent Measure progress regularly Keep it flexible Source: Conger and Fulmer
  • 26. People centred Team management Improvised management Middle of the road Task centred management
  • 27. Manage and maintain self esteem Sustain a drive to achieve Intuitively filter useful opportunities from useless Maintain optimism Show courage to face up to challenges Edi Kurik
  • 28. You must have a vision You must have passion You must have the ability to make great decisions You must have character You must have a great team
  • 29. Don’t let the urgent drive out the important Set aside time to think and reflect Read and explore outside your field to get ideas Build and test scenarios Don’t be discouraged by constraints Joyce Osland
  • 30. Earn trust – tell the truth Engage with the organisation Maintain focus and consistency of purpose Deliver performance to be proud of Provide opportunities for growth Source: Eisenstadt et al
  • 31. Systems thinking Personal mastery Mental Models Building shared vision Team learning Peter Senge
  • 32. Trait Behavioural or style Contingency Visionary or charismatic Emotional intelligence Competency Source: Dulewicz et al
  • 33. Planning well ahead Deciding how things will be done Assigning senior tasks clearly Emphasising deadlines and achievements Making expectations clear Rewarding achievement
  • 34. Visionary Coaching Affiliative Democratic Pacesetting Commanding Source: Goleman et al
  • 35. Live with integrity lead by example Develop a ‘big idea’ Build a great management team Inspire employees to greatness Create a flexible, responsive organisation Use reinforcing management systems Reingold
  • 36. Honesty and credibility Ability to inspire Strong connection to reality Pragmatic optimism Managing with intensity Building the future John Agno
  • 37. Keep vision and values front and centre Make sure people disagree Cultivate truth tellers Do as you would be done to you Honour your intuition Delegate don’t desert Source: Offermann
  • 38. L oyalty E nthusiasm A wareness of self D rive E mpathy R espect Fiona Dent
  • 39. Self confidence Self promotion Self admiration Self worship Self exclusion Self indulgence Self destruction Source: Lewis and Boone
  • 40. Honesty and integrity Long term perspective Open mindedness Appreciating and embracing diversity Conviction and courage The drive to counter resistance The capacity to think outside of the box Ashridge
  • 41. Well founded and balanced judgement Open minded – accepting ideas Critical thinker Integrity Understanding of stakeholders Takes a long term perspective Team driven Dexia
  • 42. Principled leadership Facing complexity pressure and uncertainty Understanding own and other’s behaviour Consistency with Microsoft’s values Cross-border collaboration – creating one Microsoft A passion for technology Customer and partner driven Microsoft
  • 43. Supportive Participative Analytic Organised Powerful Adroit Inspirational Charismatic Source: Bolman and Deal
  • 44. Respect for all Honesty and trustworthiness Absence of complacency Commitment to employee growth and development Challenging inethical behaviour Open with all in the organisation Challenging status quo and business as usual Encouraging new ways of thinking
  • 45. Emotional stability Dominance Enthusiasm Conscienciousness Social boldness Tough mindedness Self assurance Compulsivesness
  • 46. Be a visionary Be passionate Be true Be ready for action Be a role model Be a learner Be a great communicator Be competent Be compassionate Earl Smith
  • 47. Ability to gain trust Committed to achieve for the organisation Takes personal responsibility Is humble when needed – really listens Values and respects others Has strong communications skills Can create fresh ideas Is level headed and has a sense of humour Can control and channel emotional energy
  • 48. Strong management of external organisational relationships A solid understanding of financials Ability to think strategically Managing expectations effectively Technically savvy Selects a good team Ability to rally the troops A visionary outlook Politically competent but not political A skilled communicator
  • 49. Integrity Energy Self belief Vision Decisiveness Communication skills Collaborative Drive to take action Courage Creativity
  • 50. Integrity Humility Dedication Vision Sense of humour Magnamanity Fairness Assertiveness Openness Creativity